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Vol. XI Issue IV - April 2009
Project Management eJournal
FEATURED PAPER
Early stakeholder involvement in projects
By ing M.D. Tammer
Projects are no longer defined by technical success and the triple constraints of time, budget and quality. In the last decades the complexity of project management was further aggravated by factors such as customer criteria and organisational and cultural impact of projects (O’Brochta, 2008) including the strategic role of projects and portfolio management and the need for integrated solutions (Brady et al 2005). In combination with technical more complex turbulent environments, decreasing project runtimes and resources, these influences and objectives ask for the development of close stakeholder relationships.
But how should these relationships be managed throughout the project and what pitfalls should be looked out for?
To read entire paper (click here) >>
 About the Author
Mark Tammeris working as a lecturer at the Institute for Business Engineering, faculty of Natural Sciences & Technology, Utrecht University of Applied Science in The Netherlands. After gaining a degree in Industrial Management he specializes in Maintenance Engineering and is currently rounding up a Master of Engineering degree in Maintenance and Asset Management and an MSc in Asset Integrity Management. This paper was initiated by one of the MSc PM assignments. He can be contacted at mark.tammer@hu.nl.
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